项目成本减少与控制大学毕业论文英文文献翻译及原文

毕业设计（论文）外文文献翻译文献、资料中文题目：项目成本减少与控制文献、资料英文题目：ProjectBudgetMonitorandControl院专班姓学1Author：YinGuo-liNationality：AmericanDerivation：ManagementScienceandEngineering.Montreal:Mar20,2010.Withthemarketingcompetitivenessgrowing,itismoreandmorecriticalinbudgetcontrolofeachproject.Thispaperdiscussesthatintheconstructionphase,howcanaprojectmanagerbesuccessfulinbudgetcontrol.Therearemanymethodsdiscussedinthispaper,itrevealsthattobesuccessful,theprojectmanagermustconcernallthismethods.1.INTRODUCTIONThesurveyshowsthatmostprojectsencountercostover-runs(WilliamsAckermann,Eden,2002,pl92).AccordingtoWright(1997)'sresearch,agoodruleofthumbistoaddaminimumof50%tothefirstestimateofthebudget(GardinerandStewart,1998,p251).Itindicatesthatprojectisverycomplexandfullofchallenge.Manyunexpectedissueswillleadtheprojectcostover-runs.Therefore,manytechnologiesandmethodsaredevelopedforsuccessfulmonitoringandcontroltoleadtheprojecttosuccess.Inthisarticle,wewilldiscussintheconstructionphase,howcanaprojectmanagertobesuccessfulbudgetcontrol.2.THECONCEPTANDTHEPURPOSEOFPROJECTCONTROLANDMONITORErelandRaz(2000)statethattheprojectcontrolcycleconsistsofmeasuringthestatusoftheproject,comparingtotheplan,analysisofthedeviations,andimplementinganyappropriatecorrectiveactions.Whenaprojectreachtheconstructionphase,monitorandcontroliscriticaltodelivertheprojectsuccess.Projectmonitoringexiststoestablishtheneedtotakecorrectiveaction,whilstthereisstilltimetotakeaction.Throughmonitoringtheactivities,theprojectteamcananalyzethedeviationsanddecidewhattodoandactuallydoit.Thepurposeofmonitorandcontrolistosupporttheimplementationofcorrectiveactions,ensureprojectsstayontargetorgetprojectbackontargetonceithasgoneofftarget。3.SETTINGUPANEFFICIENTCONTROLSYSTEMForthepurposeofachievingcosttarget,themanagerneedtosetupanefficientmanagementframeworkincluding:reportingstructure,assessingprogress,andcommunicationsystem.Theemployees'responsibilityandauthorityneedtobedefinedinthereportingstructure.Theformalandinformalassessingprogresscanhelpgettingageneralperspectivebetweenrealityandtarget.Itissignificanttohelpidentifywhatistheriskandshouldbemonitoredandcontrolled.Projectsuccessisstronglylinkedtocommunication.Theefficientcommunicationsystembenefitforteamworkandfacilitateproblemsolving(DialloandThuillier,2005).4.COSTMONITORANDCONTROL4.1RankingthepriorityofmonitoringInconstructionphase,manyactivitiesarecarriedoutbasedontheoriginalplan.Itisneedtoknowwhatkindofactivitiesorthingsaremostlikelytoleadtheprojectdelayanddisruption.Therefore,thefirststepisrankingthepriorityoftheactivities.Becausethedurationofaprojectisdeterminedbythetotaltimeofactivitiesoncriticalpath,anydelayinanactivityonthecriticalpathwillcauseadelayinthecompletiondatefortheproject(AckermannEden,HowickandWilliams,2000,p295).Therefore,theactivitiesoncriticalpathshouldfirstlytobemonitoredandcontrolled.Secondly,monitoringtheactivitieswithnofreefloatremaining,adelayinanyactivitywithnofreefloatwilldelaysomesubsequentactivityinevitably.Thesesubsequentdelayswilldiscomfittheresourceschedulesignificantly.Someresourcesareunavailablebecausetheyarecommittedelsewhere.Thirdly,monitoringtheactivitieswithlessthanaspecifiedfloat,becauseifanactivityhasverylittlefloat,itmightuseupthetimebeforecontroldecisionismadeoncesuchanactivitieshasavariancewiththetarget.Fourthly,managersshouldmonitorhighriskyactivities.Highriskyactivitiesaremostlikelytooverspend.Fifthly,managersshouldmonitortheactivitiesusingcriticalresource.Someresourceiscriticalbecausetheyareveryexpensiveorlimited(CotterellandHughes,1995).4.2MethodsofcostcontrolThemaincostofaprojectincludesstaffcost,materialcostanddelaycost.Tocontrolthesecost,managersshouldfirstsetupacostcontrolsystemto:a)Allocateresponsibilitiesforadministrationandanalysisoffinancialdatab)Ensureallcostsareproperlyallocatedagainstprojectcodesc)Ensureallcostsaregenuinelyinpursuitofprojectactivitiesd)Checkthatotherprojectsarenotusingthebudget.Then,managersshouldmonitorandcontrolchangetotheprojectbudget.Itmeansthefollowingthings:a)Concernedwithkeyfactorsthatcausechangestothebudgetb)Controllingactualcostchangesastheyoccur-Monitorcostperformancetodetectvariances-Recordallappropriatechangesaccuratelyinthecostbaseline-Preventingincorrect,unauthorizedchangesbeingincludedinthecostbaseline-Determinepositiveandnegativevariances-Integratedwithallothercontrolprocesses(scope,change,schedule,quality)Asaprojectisdynamic,sometimestheprojectmanagersknowtheprojectisgoingoutofftargetbymonitoring,butdon'tknowthebestactiontotake.Inthiscircumstance,netpresentvalue(NPV)shouldbeusedasanongoingmonitorandcontrolmechanism,becauseNPVtakesaccountofthetimeelementanddiscountsfuturecashflows,itistheresultofthetimeeffectoncash4.3ChangemonitorandcontrolVoropajev(1998)statesthatdynamicchangesofprojectenvironmentwillinfluencetheprocessofprojectimplementation,theprojectitselfandmaycauseheightenedrisk.Whencarriedoutsomeactivities,themethodsdifferentfromthatintheoriginalplanmustbeusedtokeeptheprocessmovingforward(asexperiencedunderpractice).Therefore,changesareinevitableandneedtobemanagedduringprojectlife-cycle(Voropajev.1998,p16-17).Aneffectivechangecontrolsystemshouldbeestablishedtoensurechangeprocedureisclearandunambiguousandeasyforemployeetorequestachange.Andthefollowingthingsneedtobeconcerned:a)MonitoringandforecastingmostprobablechangesKeyfactorsthatgeneratechangetoensuregoodresults;makesurethatchangemustbecheckedbysuitableperson.b)Changesshouldtakeplaceonceitisapprovedandbemonitoredtocheckwhetheritworkedasexpectedc)Allchangesinprojectshouldberecordedintheprojectdocumentation(Voropajev,1998,pl8).5.CONCLUSIONThisarticleshowsthebestmethodsofbudgetcontrol.First,anefficientcontrolsystemmustbesetup.Secondly,Itisrequiredtorecognizeandranktheimportantfactorsaffectingbudgettarget.Thirdly,managershouldcombinedifferentcontroltechniquestoreachthesuccessofaproject.作者：YinGuo-li国籍：美国出处：管理科学与工程．2010.03.20多方法。它表明，要取得成功，项目经理必须关注这些成功的方法。1.简介调查显示，大多数项目会碰到超出预算的问题(WilliamsAckermann,Eden,2002,pl92)。据Wright（1997）的研究，一个好的经验法则就是相比首次成本预算至少会增加50%(GardinerandStewart,1998,p251)。这表明，项目是非多科学技术和方法被应用于监测和控制成本来促使项目的成功。在这篇文章中，我们将讨论在施工阶段，项目经理如何才能成功控制预算成本。2.项目控制和监测的概念和目的ErelandRaz(2000)指出项目控制周期包括测量成本是实际情况，将施工正确的纠偏措施需要建立项目监测机制，同时这样做也可以有时间来采取措施。通过监测手段，项目团队可以分析偏差产生的原因以及决定纠偏措施并采取行离计划的回到目标范围内。3.建立一个有效的控制体系持一致，且这对于确定什么是风险以及哪些需要被监测和控制是非常有帮助的。问题的解决(DialloandThuillier,2005)。4.成本费用的检测和控制4.1对检测的优先顺序进行排